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Country Report

Hot Drinks in Uruguay

Mar 2012

Price: US$1,900

About this Report

EXECUTIVE SUMMARY

Price increases boost off-trade value sales

With volume growth rates falling in the two larger categories, other hot drinks and coffee and only tea showing signs of a recovery in volume sales, off-trade value sales nevertheless posted excellent performances which resulted in the best hot drinks overall growth rate of the last four years. With few exceptions, this is the result of price increases which in most cases were significantly above the line of the general inflation but did not deter consumers from purchasing the hot drinks of their preference.

La Vuelta fails to meet its target

The launching of yerba mate La Vuelta by Montevideo Refrescos SA (The Coca-Cola Co) in late-2009 was the most important event of that year and in 2010 with its aggressive pricing policy and frequent advertising produced a reaction in the field, which dramatically increased the advertising while at the same time froze unit price growth. La Vuelta, capturing more than 2% of the sales in its first full year in an already mature category, indicated that maybe yerba mate was entering a new phase. 2011 proved to be a flop for the soft drinks giant, as not only did it fail to reach its goal of doubling the 2010 share, but the sales of La Vuelta fell below the 2010 level. Yerba mate consumers are very traditional and have firmly established preferences and usually remain brand-loyal and many of those who fuelled La Vuelta’s rise in 2011 returned back to consuming their previous brands, adversely impacting sales of La Vuelta.

No changes at the top

Canarias SA and Nestlé del Uruguay SA have ranked first and second respectively in hot drinks off-trade value sales during the last decade and quite a distance ahead of third ranked Instituto Botánico La Selva SRL. While Canarias is solely present in other plant-based hot drinks, Nestlé del Uruguay dominates the coffee and flavoured powder drinks categories and La Selva leads tea sales and also has a strong presence in other plant-based hot drinks.

Store-based retailing dominates (but loses ground)

The bulk of hot drinks volume sales are channelled through store-based retailers, with the balance favouring supermarkets over small grocery retailers. Non-store retailing, and especially internet retailing, however have been steadily gaining ground over the review period. The three main supermarket/hypermarket chains, Supermercados Devoto Hnos SA from the French group Casino Guichard-Perrachon SA and domestic Tienda Inglesa (Henderson & Cía SA) and Multi Ahorro (Mimatec SA) are constantly improving their respective web pages and widening the scope of products that may be purchased online. These conditions combined with the high penetration of computers and broadband services into Uruguayan households account for the fourfold increase of hot drinks internet sales since 2006.

Yerba mate maturity impacts future growth

Other plant-based hot drinks (in the case of Uruguay, only yerba mate) accounts for more than 86% of the total volume sales of hot drinks in 2011, and the fact that the category is already mature will put a constrain on the future overall volume growth during the forecast period. The increased competition among the leaders in coffee and other hot drinks and among all players in every tea category should keep unit prices from growing too fast, also hampering future value sales growth rates which will remain below the CAGRs posted during the review period.


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Overview

Discover the latest market trends and uncover sources of future market growth for the Hot Drinks industry in Uruguay with research from Euromonitor's team of in-country analysts.

Find hidden opportunities in the most current research data available, understand competitive threats with our detailed market analysis, and plan your corporate strategy with our expert qualitative analysis and growth projections.

If you're in the Hot Drinks industry in Uruguay, our research will save you time and money while empowering you to make informed, profitable decisions.

When you purchase this report, you also get the data and the content from these category reports in Uruguay for free:

The Hot Drinks in Uruguay market research report includes:

  • Analysis of key supply-side and demand trends
  • Detailed segmentation of international and local products
  • Historic volumes and values, company and brand market shares
  • Five year forecasts of market trends and market growth  
  • Robust and transparent market research methodology, conducted in-country

Our market research reports answer questions such as:

  • What is the market size of Hot Drinks in Uruguay?
  • What are the major brands in Uruguay?
  • How has an increasing desire for heart healthy or fiber-added drinks affected the hot drinks industry in Uruguay?
  • Are manufacturers changing packaging sizes and formats to fit an on-the-go lifestyle?
  • How have changing demographics (for example an aging population) affected the hot drinks market in Uruguay?

Why buy this report?

  • Gain competitive intelligence about market leaders
  • Track key industry trends, opportunities and threats
  • Inform your marketing, brand, strategy and market development, sales and supply functions

This industry report originates from Passport, our Hot Drinks market research database.

Table of Contents

Table of Contents

Hot Drinks in Uruguay - Industry Overview

EXECUTIVE SUMMARY

Price increases boost off-trade value sales

La Vuelta fails to meet its target

No changes at the top

Store-based retailing dominates (but loses ground)

Yerba mate maturity impacts future growth

MARKET DATA

  • Table 1 Retail Vs Foodservice Sales of Hot Drinks: % Volume Breakdown 2006-2011
  • Table 2 Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2006-2011
  • Table 3 Retail Sales of Hot Drinks by Category: Volume 2006-2011
  • Table 4 Retail Sales of Hot Drinks by Category: Value 2006-2011
  • Table 5 Retail Sales of Hot Drinks by Category: % Volume Growth 2006-2011
  • Table 6 Retail Sales of Hot Drinks by Category: % Value Growth 2006-2011
  • Table 7 Foodservice Sales of Hot Drinks by Category: Volume 2006-2011
  • Table 8 Foodservice Sales of Hot Drinks by Category: % Volume Growth 2006-2011
  • Table 9 Total Sales of Hot Drinks by Category: Total Volume 2006-2011
  • Table 10 Total Sales of Hot Drinks by Category: % Total Volume Growth 2006-2011
  • Table 11 Hot Drinks Company Shares by Retail Value 2007-2011
  • Table 12 Hot Drinks Brand Shares by Retail Value 2008-2011
  • Table 13 Retail Sales of Hot Drinks by Distribution Format: % Analysis 2006-2011
  • Table 14 Retail Sales of Hot Drinks by Category and Distribution Format: % Analysis 2010
  • Table 15 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Breakdown 2011-2016
  • Table 16 Forecast Retail Vs Foodservice Sales of Hot Drinks: % Volume Growth 2011-2016
  • Table 17 Forecast Retail Sales of Hot Drinks by Category: Volume 2011-2016
  • Table 18 Forecast Retail Sales of Hot Drinks by Category: Value 2011-2016
  • Table 19 Forecast Retail Sales of Hot Drinks by Category: % Volume Growth 2011-2016
  • Table 20 Forecast Retail Sales of Hot Drinks by Category: % Value Growth 2011-2016
  • Table 21 Forecast Foodservice Sales of Hot Drinks by Category: Volume 2011-2016
  • Table 22 Forecast Foodservice Sales of Hot Drinks by Category: % Volume Growth 2011-2016
  • Table 23 Forecast Total Sales of Hot Drinks by Category: Total Volume 2011-2016
  • Table 24 Forecast Total Sales of Hot Drinks by Category: % Total Volume Growth 2011-2016

APPENDIX

Production/Import/Export Data

  • Table 25 Imports of Hot Drinks by Category 2006-2011

DEFINITIONS

SOURCES

  • Summary 1 Research Sources

Hot Drinks in Uruguay - Company Profiles

Apiarios Cabral Ltda in Hot Drinks (Uruguay)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 3 Apiarios Cabral Ltda: Competitive Position 2011

Canarias SA in Hot Drinks (Uruguay)

STRATEGIC DIRECTION

KEY FACTS

COMPANY BACKGROUND

PRODUCTION

COMPETITIVE POSITIONING

  • Summary 5 Canarias SA: Competitive Position 2011

Coffee in Uruguay - Category Analysis

HEADLINES

TRENDS

  • The premiumisation trend in instant coffee remains strong in 2011 with more product options in speciality Italian coffee to choose from. The good overall economic conditions prevailing in the country have allowed consumers, whose purchasing power increased yet again in 2011, to purchase these more expensive instant coffee alternatives.

COMPETITIVE LANDSCAPE

  • Nestlé del Uruguay SA with a 65% off-trade value share in 2011 continues to be the undisputed leader of coffee. After acquiring El Chaná, the traditional brand of fresh coffee in Uruguay in 1987, Nestlé del Uruguay captured first place in sales with that move, a position it never abandoned as El Chaná has remained as the preferred brand of Uruguayan consumers. In 2011, Nestle’s share in fresh coffee sales reached 36%, more than tripling that of second ranked El Trigal SA. In instant coffee, the combined sales of Nescafé and Nescafé Bracafé represent 76% of the total value sales of this category.

PROSPECTS

  • So far the trend towards consuming healthier products has had a minimal effect on coffee volume sales as only some consumers, most of them in the 65-years-old and over age group, have made the switch to malt-based hot drinks. In fact this switch has been more of a trading down to a less expensive option than a true switch based on the trend. It is not foreseen that this trend will have a significant adverse impact on future coffee sales, especially after Nestlé del Uruguay launched Nescafé Protect in 2010, a premium product that targets older and health conscious consumers with an instant coffee with a high level of anti-oxidants, which nevertheless maintains the full flavour of the coffee.

CATEGORY DATA

  • Table 26 Retail Sales of Coffee by Category: Volume 2006-2011
  • Table 27 Retail Sales of Coffee by Category: Value 2006-2011
  • Table 28 Retail Sales of Coffee by Category: % Volume Growth 2006-2011
  • Table 29 Retail Sales of Coffee by Category: % Value Growth 2006-2011
  • Table 30 Instant Coffee by Type: % Value Breakdown 2007-2011
  • Table 31 Coffee Company Shares by Retail Value 2007-2011
  • Table 32 Coffee Brand Shares by Retail Value 2008-2011
  • Table 33 Forecast Retail Sales of Coffee by Category: Volume 2011-2016
  • Table 34 Forecast Retail Sales of Coffee by Category: Value 2011-2016
  • Table 35 Forecast Retail Sales of Coffee by Category: % Volume Growth 2011-2016
  • Table 36 Forecast Retail Sales of Coffee by Category: % Value Growth 2011-2016

Other Hot Drinks in Uruguay - Category Analysis

HEADLINES

TRENDS

  • After the commotion produced by the launch of La Vuelta yerba mate by Montevideo Refrescos SA (The Coca-Cola Co) in late-2009 and the relative success it had in 2010, 2011 has not been a good year for this brand. Many yerba mate consumers, who due to the novelty of a new brand from an international company available in the market had switched to La Vuelta, returned in 2011 to consuming their previous preferred brands causing a fall in the brand’s market share.

COMPETITIVE LANDSCAPE

  • Canarias SA remains as the undisputed leader in off-trade value sales of other hot drinks with a 48% value share in 2011. This share is entirely derived from the company’s sales of yerba mate with a 57% share of other plant-based hot drinks. Nestlé del Uruguay SA continues in second place with an overall value share of 9%, in this case derived from sales of flavoured powder drinks, a category it dominates with 60% of the 2011 off-trade value sales.

PROSPECTS

  • Though La Vuelta ranks only eighth in yerba mate sales in 2011and so far has been unable to challenge the leadership of Canarias SA, it is foreseen that the on-going competition in Brazil between Leao Junior (which produces La Vuelta) and Yerbatera Baldo which provides Canarias SA with all its products, will also be staged in the Uruguayan market during the forecast period.

CATEGORY DATA

  • Table 37 Retail Sales of Other Hot Drinks by Category: Volume 2006-2011
  • Table 38 Retail Sales of Other Hot Drinks by Category: Value 2006-2011
  • Table 39 Retail Sales of Other Hot Drinks by Category: % Volume Growth 2006-2011
  • Table 40 Retail Sales of Other Hot Drinks by Category: % Value Growth 2006-2011
  • Table 41 Other Hot Drinks Company Shares by Retail Value 2007-2011
  • Table 42 Other Hot Drinks Brand Shares by Retail Value 2008-2011
  • Table 43 Forecast Retail Sales of Other Hot Drinks by Category: Volume 2011-2016
  • Table 44 Forecast Retail Sales of Other Hot Drinks by Category: Value 2011-2016
  • Table 45 Forecast Retail Sales of Other Hot Drinks by Category: % Volume Growth 2011-2016
  • Table 46 Forecast Retail Sales of Other Hot Drinks by Category: % Value Growth 2011-2016

Tea in Uruguay - Category Analysis

HEADLINES

TRENDS

  • The convenience of tea bags over loose tea alternatives keeps impacting volume sales of the latter adversely. This is quite evident in both the loose black standard tea and loose black specialty tea categories which post declining rates in 2011. The same preference is also extended to all tea categories and especially in fruit/herbal tea where loose tea packages have practically disappeared from the market.

COMPETITIVE LANDSCAPE

  • For the third consecutive year, Instituto Botánico La Selva SRL leads off-trade value sales in 2011 with a 17% value share, followed by José Aldao SA with 13% and Apiarios Cabral Ltda with 7%. La Selva derives its market share from sales of fruit/herbal, green and other tea categories where this company is the clear leader. José Aldao SA has a strong presence in the black tea categories with its traditional brand Hornimans.

PROSPECTS

  • It is foreseen that the trend favouring the use of convenient tea bags will remain strong during the forecast period, impacting adversely on loose tea alternatives’ volume sales which will continue with the downward volume slide.

CATEGORY DATA

  • Table 47 Retail Sales of Tea by Category: Volume 2006-2011
  • Table 48 Retail Sales of Tea by Category: Value 2006-2011
  • Table 49 Retail Sales of Tea by Category: % Volume Growth 2006-2011
  • Table 50 Retail Sales of Tea by Category: % Value Growth 2006-2011
  • Table 51 Tea Company Shares by Retail Value 2007-2011
  • Table 52 Tea Brand Shares by Retail Value 2008-2011
  • Table 53 Forecast Retail Sales of Tea by Category: Volume 2011-2016
  • Table 54 Forecast Retail Sales of Tea by Category: Value 2011-2016
  • Table 55 Forecast Retail Sales of Tea by Category: % Volume Growth 2011-2016
  • Table 56 Forecast Retail Sales of Tea by Category: % Value Growth 2011-2016

Segmentation

Segmentation

This market research report includes the following:

  • Hot Drinks
    • Coffee
      • Fresh Coffee
        • Fresh Coffee Beans
        • Fresh Ground Coffee
          • Fresh Ground Coffee Pods
          • Standard Fresh Ground Coffee
      • Instant Coffee
        • Instant Standard Coffee
        • Instant Decaffeinated Coffee
    • Tea
      • Black Tea
        • Black Standard Tea
          • Loose Black Standard Tea
          • Tea Bags Black Standard
        • Black Speciality Tea
          • Loose Black Speciality Tea
          • Tea Bags Black Speciality
      • Fruit/Herbal Tea
      • Green Tea
      • Instant Tea
      • Other Tea
    • Other Hot Drinks
      • Flavoured Powder Drinks
        • Chocolate-based Flavoured Powder Drinks
        • Malt-based Hot Drinks
        • Non-Chocolate-based Flavoured Powder Drinks
      • Other Plant-based Hot Drinks

Statistics Included

Statistics Included

For each category and subcategory you will receive the following data in Excel format:

From Passport

  • Market sizes
  • Company shares
  • Brand shares
  • Distribution
  • Analysis by type
  • Foodservice distribution
  • Off-trade vs on-trade
  • Pricing
  • Products by ingredient
  • Products by ingredient

Market size details:

  • Retail volume
  • Retail volume % growth
  • Retail volume per capita
  • Foodservice volume
  • Foodservice volume % growth
  • Foodservice volume per capita
  • Total volume
  • Total volume % growth
  • Total volume per capita
  • Retail value retail selling price % growth
  • Retail value retail selling price local currency, USD, EUR, GBP, CHF, JPY
  • Retail value retail selling price per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail value manufacturer selling price % growth
  • Retail value manufacturer selling price local currency, USD, EUR, GBP, CHF, JPY
  • Retail value manufacturer selling price per capita local currency, USD, EUR, GBP, CHF, JPY
  • Retail rtd volume
  • Retail rtd volume % growth
  • Retail rtd volume per capita
  • Foodservice rtd volume
  • Foodservice rtd volume % growth
  • Foodservice rtd volume per capita
  • Total rtd volume
  • Total rtd volume % growth
  • Total rtd volume per capita
  • Retail cups volume
  • Retail cups volume % growth
  • Retail cups volume per capita
  • Foodservice cups volume
  • Foodservice cups volume % growth
  • Foodservice cups volume per capita
  • Total cups volume
  • Total cups volume % growth
  • Total cups volume per capita

Methodology

Methodology

Global insight and local knowledge

With 40 years’ experience of developed and emerging markets, Euromonitor International’s research method is built on a unique combination of specialist industry knowledge and in-country research expertise.

This approach is what enables us to achieve our goal of building a market consensus view of size, shape and trends across the full distribution universe of each category. We factor in whichever channels are relevant, from large-scale grocery to direct sellers, from discount stores to local mom-and-pop outlets.

Industry specialists

Each industry we cover is managed by an Industry Manager and team of Industry Analysts who research and report on their specialist categories all year round.

Our collaborative approach to research means that these industry teams are in constant dialogue with industry players and opinion formers. The planning of our research programmes reflects latest market trends and industry events. In completing each update project, this provides invaluable input to the testing, review and finalisation of our data.

The specialist in-house teams bring together findings from all stages of the annual research process. They work closely with in-country analysts, assess and challenge data and exercise final editorial control over the publication of new data and analysis.

Country and regional analysts

Our in-country analyst network is managed by country and regional analysts in our offices around the world. Working closely with each in-country team, the regional research management team ensures that all country researchers are well schooled in best practices, from the information collected in store checks, to the dialogue we build in trade surveys. Our country analysts ensure that national reports explain the data trends and provide clear insights into the local market’s dynamics.

In-country research network

To deliver fresh insights every year in countries all around the world, we believe the strongest approach is to use analysts on the ground. They bring fluency in local language, physical proximity to the best sources, an ability to engage directly with local industry contacts, and an awareness of how the products and services we study are advertised, sold and consumed. These are essential parts of our ability to report incisively on these markets.

Research Methodology

Our research methods

Each Euromonitor International industry report is based on a core set of research techniques:

Desk research

With industry events, corporate activity, trends and new product introductions tracked year round by our industry team, desk research provides a starting point for the in-country research programme. Our in-country researchers will access the following sources:

  • National statistics offices governmental and official sources
  • National and international trade press
  • National and international trade associations
  • Industry study groups and other semi-official sources
  • Company financials and annual reports
  • Broker reports
  • Online databases
  • The financial, business and mainstream press

Accessing sources is only the first step. The ability to interpret and reconcile often conflicting information across multiple sources is a key aspect of the added value we provide.

Store checks

Store checks are an integral part of our methods for product industries. Carried out on the ground across a relevant mix of channels, the information gained provides first-hand insights into the products we are researching, specifically:

  • Place: We track products in all relevant channels, selective and mass, store and non-store
  • Product: What are innovations in products, pack sizes and formats?
  • Price: What are brand price variations across channels, how do private label’s prices compare to those of branded goods?
  • Promotion: What are marketing and merchandising trends, offers, discounts and tie-ins?

Findings are cross-referenced with brand share data analysis. The results, combined with the findings of desk research, provide a strong basis for identifying key areas of questioning to take forward into our trade survey.

Trade survey

Interaction with global players at corporate HQ and regional levels is complemented by unique local data and insights from our in-country trade surveys around the world. Through the high profile of the Euromonitor International brand, we are able to talk directly to a wide range of sources and therefore inform our analysis with the knowledge and opinions of the leading operators in the market.

Trade surveys allow us to:

  • Fill gaps in available published data per company
  • Generate a consensus view of the size, structure and strategic direction of the category
  • Access year-in-progress data where published sources are out of date
  • Evaluate the experts’ views on current trends and market developments

In building our composite industry view, we engage with a variety of personnel in key players at all points of the supply chain: materials suppliers, manufacturers, distributors, retailers and service operators. We also interview desk research sources: industry associations; study groups; and third party observers from the trade and financial press.

Our objective is to engage in conversation with trade sources in which we exchange ideas and views on the industry, sharing our work-in-progress findings on supply/demand dynamics and potential. This dialogue enhances both parties’ understanding of the local market. The scope and reach of our trade survey also serves to eliminate bias (intentional and unintentional) from any single source.

Company analysis

At a global level, our company research combines our mix of industry interaction and use of secondary sources such as annual accounts, broker reports, financial press and databases. From a data perspective, the aim is to build “top-down” estimates of major players’ total global and regional sales.

At a country level, in line with local reporting requirements, we access annual accounts, national-specific company databases and local company websites. These are all invaluable sources as we build a view of each domestic player’s size and position within very specific categories of the industry.

Forecasts

Data projections and future performance analysis are key elements of Euromonitor International’s market intelligence. Working with historic trends of 15 years or more, a key aspect of our trade survey is to engage industry insider views of the next five years. Will volumes maintain their historic trend? Will price increases or falls of recent years continue, accelerate or slow down? Will increasing demand for one product cannibalise sales of another?

Forecasts represent many of the essential conclusions we have reached about the current state of the market, how it works and how it behaves under different macro and micro conditions. Our written analysis will state the assumptions and the trade opinion behind whether our predictions are optimistic or pessimistic, so that clients can use our statistical forecasts with confidence.

Data validation

All data is subjected to an exhaustive review process, at country, regional and global levels.

The interpretation and review of sources and data inputs forms a central part of the collaboration between industry teams and country researchers. Numbers are delivered to regional and global offices with an audit trail of sources and calculations to allow for a thorough evaluation of data sense and integrity.

Upon completion of the country review phase, data is then reviewed on a comparative basis at regional and then at a global level. Comparative checks are carried out on per capita consumption and spending levels, growth rates, patterns of category and subcategory breakdowns and distribution of sales by channel. Top-down estimates are reviewed against bottom-up regional and global market and company sales totals.

Where marked differences are seen between proximate country markets or ones at similar developmental levels, supplementary research is conducted in the relevant countries to confirm and/or amend those findings. This process ensures international comparability across the database, that consistent category and subcategory definitions have been used and that all data has been correctly tested. We make sure that possible discrepancies between different published sources have been reconciled and that our interpretation of opinion and expectation from each country’s trade sources has been applied to form a coherent international pattern.

Market analysis

Another integral part of all our research programmes is that all Euromonitor International data is accompanied by clear written analysis. From a research perspective, this explains and substantiates data findings. From a client perspective, this offers unique insights into local consumption trends, routes to market, brand preferences, channel dynamics and future trends.

Our country level analysis also provides invaluable input into the ability of our central industry specialist teams to marry local insights with strategic conclusions on the direction of the market regionally and globally.

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